Urban development partnerships challenges for leadership and management

Abstract

'Partnership' is a term which is used very liberally in the context of large scale urban development. Mixed-use, brownfield projects, transit-oriented development, urban regeneration: all these projects require partnerships of a sort. This thesis reviews definitions of partnership and outlines benefits and shortcomings. In addition, managerial tools, group work processes, and leadership strategies are discussed with a view to understanding what the most effective approaches are to working in partnership. Managing consensus across organization boundaries and over long project durations is difficult. Indeed, it is arguably an amplification of dealing with the internal workings of a multi-disciplinary company. Approaches differ from building collaborative cultures, focusing on formal structures, and strengthening social and political networks. In reality, all three are always at play. However, circumstances, culture, and personal leadership preferences, will contribute to why one strategy might dominate in a given situation. The thesis finds that partnership in urban development is a reality which no sector has the luxury of avoiding. However, it may be possible to increase the scope and benefits of partnership, particularly in the making of great urban places. To do so will involve rethinking this mode of working to extend the breadth of activities. It will involve a broader range of partners representing a greater variety of interests and bringing wider capabilities. Inevitably, this will add further complexity. In order to assist leaders and managers in the middle of such contexts, a managerial framework has been developed. It is both a diagnostic and strategic tool to deal with the integration challenges, political and cultural dynamics of partnership situations.